Tag Archives: Tasting Room

50 days out update … this may be my last

For a long time this blog has been a pleasure to write.  I enjoyed going over my notes of things, and putting that into the greater community.  The response and positive energy I received along the way was amazing and helped encourage me to continue writing, especially at times that I was either tired or busy (which seems like all the time).  About 2 months ago, the blog started becoming more of a burden, as the amount of time I spent working at the brewery and on my computer increased weekly.  Add in a complete gut of a house my wife and I purchased, and all of a sudden all of my free time evaporated.  Poof!

So given the state of my personal and professional life, and for the sanity and health of my family life and longevity in business, I have made the decision to free myself from the burden of having to write this blog.  Rather than see a note pop up in my calendar every Sunday night to write a blog post, I have removed the reminder from my calendar, and will let things run their course.  For those of you who follow my blog with regularity, feel free to email me with questions you have.  Also, I promise to continue taking my notes, and should I not find the time to blog about this process until the day we open, I will catch up afterwards.  That way this process will be complete.

So for now, this last blog post may actually be 4 or 5 posts rolled into one, as I update all the different aspects of starting a craft brewery that happen about 2 months out from opening.

Brewhouse:  Ideally, you will have your brewhouse arrive about 60 days prior to opening,  Definitely make sure you put any coatings on your floor.  Also make sure you have your installation procedure decided well in advance.  I am sure by this point you know what you are doing, but it had to be said.

Tank Farm:  Big or small, your tank farm should also be in about 60 days prior to opening, most ideally just before or just after your brewhouse goes in.  Be sure to have your Glycol system scheduled for installation, which needs to be done before you can move your tanks into position.  Also plan for your unloading of tanks for the truck and installation into position.  This can be a really finicky process that needs an experienced touch.

Kegs:  You ideally would get these delivered with about 30 days to go until opening.  Getting them delivered too soon (like we did) means you lose valuable real estate in your brewery that could be used for some other things.  More on use of real estate later.  At the end of the day, get the kegs early, but not too early.

Electrical:  If you are getting major upgrades as we are, make sure you the majority of the work done as soon as possible.  Don’t use an electrician who doesn’t commit to getting things completed by certain dates.  More important than saving a few thousand is someone who works with your schedule, and is always ahead of the game.

Mechanical:   I could literally write the same thing again for this heading that I did for electrical.  Make sure the work gets completed when there is the space and option of doing it.  Never wait for stuff to get done.

Marketing:  Holy crap, the marketing becomes a beast by this point in time.  The decisions you make mean the brand you are creating is formally taking shape.  The big important decisions are long complete, but there are a million and one details.  And the saying goes that the devil is in the details.  Some of the important balls in the air right now are:  Website, content for website, business cards, merchandise, increasing social media presence, glasses, sell sheets, coasters, keg labels, etc.  I would say marketing at this point will likely be taking you about 15 hours per week if you are doing anything similar to us.

Tasting Room:  This is one of the last things to get finished, as the production equipment needs to prioritized, but certainly by now the tasting room is well on its way to completion.  You are definitely making the finer decisions now on this.  Things like designing tables, finishing of walls, merchandise area, etc are all needing decisions to keep things moving forward.  We are about to start on construction of a bar, and I can tell you that there are a lot of factors that go into putting this together, and I promise to one day blog about it.

Accounting:  By now, I hope you have figured out a system for managing your books.  It is easily something that gets left, and before you know it, your GST reporting is due, and instead of a few hours work, you have 3 days worth of book keeping to catch up on.  Dave at Powell Street Brewing gave me the recommendation early to do your accounting every 2 weeks, and while I haven’t yet gotten to that frequency, I can see why he recommends it.

Organizing Trades:  We are sooooo thankful we have a general contractor.  Trying to organize and manage the schedule is a full time job, and one that we couldn’t have imagined not having the support of Graham Disher and his fine team.  They have helped us immeasurably every step along the way, and we are firm believers that paying someone to help is the best move we made.  Organizing trades and their schedule is so important as you come down to this point, as when things get done (or not) has a cascade on all the other things that have to happen after.  Any delays means a delay to every subsequent job.

Cold Room:  After going through the building of a cold room, we are really happy we did this, but man, we think getting a prefab cooler would be a lot better choice next time.  I know we will get exactly what we want and need, but the process of building a cooler is an expensive one, that takes a lot of time, and draws people away from other tasks they could be completing.  Depending on your space and the size of a cooler you need, strongly consider a pre-fab.

Cash Flow:  Hopefully you are meeting your budget, but most likely you are not.  This is where you need to make a decision if you have investors.  Do you take a bigger loan to cover your shortfall or do you raise more money.  In about another month we are going to be pressed with this decision, as we will be out of money.  Managing your cash flow until you get open is the most important part of this process and one that you need to keep on top of constantly.

Government Stuff:  Make sure you keep on top of all the interactions you have with government.  You can easily drop the ball on this one, and the resulting error could be catastrophic to your business.  In British Columbia the government has a website that itemizes all the things you need to do and I suggest you refer to this consistently.

Hiring of staff:  About 50 days out you need to figure out your staffing situation, and start getting ready to hire people.  For us that means people in the brewery and also in our tasting room.  We have been dragging our heels on this one, so do as I say and not as I do.

Other General stuff of note:

Use of Real Estate:  During the process of building a brewery, as you reach about 2 months out, your space is a mess.  There are a hundred things inside your brewery that are at various states of completion, which means there is a lot of stuff sitting in different areas.  For us, even though we are in 9,000 square feet, we are running out of room to put stuff.  We have kegs, barrels, packaging, tanks, wood, plywood, insulation, drywall, tools, work stations, etc taking up space all over.  My advice would be to work on being organized as best you can from day 1.  Don’t let the mess and organization become an issue, as it can overwhelm you.

Manage your Expectations:  I am someone who was raised by a very European father, who was adamant that we were never late for things.  While I am not 100% on time, I do think that making a scheduled deadline is important.  When it comes to something as complex as starting a brewery, just plan for 7 months of building if your size is 6,000 square feet or smaller.  And if you are over 6,000 square feet like us, plan for 8-9 months of building.  I know you will always be able to point to examples that go against this timeline, but do so at your own peril.  Just expect things to go wrong and problems to come up that add time.

Manage your sleep and stress:  For me, a lack of sleep goes hand in hand with being more prone to stress.  To give you an idea, right now I am working about 75 hours a week.  I easily work 12 hours per day 6 days per week, and I do try and take a 1/2 day off on the 7th day of the week.  The 2 things that I hate to lose is my sleep and my exercise.  If I do, I get more stressed, grumpy and unhappy.  So for me, I need to continue to exercise (a lot less intensely with all the physical work at the brewery) and get my 6.5 hours of sleep a night.  Any less than that, and I start to burnout.

Celebrate:  If you don’t stop once and while to celebrate the process, you will miss out on the process of following your dreams.  We are all following our dreams when you start a brewery, and if you don’t take a moment to recognize this, then the process will be less rewarding.

Decisions are now to save time or save money:  The process of making decisions has gone from really taking your time and agonizing over the details, to one that is marked by a lack of research and a plethora of going with your gut.  We are still trying to save money as we always have, but now there is a healthy dose of getting decisions made.  In fact, I would say the first question we usually ask is which option is the quickest?

Stay connected with your partner(s):  It is really easy to divide out a job and then not keep in good enough contact with your partner.  We are all guilty of this, but make sure you take time every day to speak with anyone that needs to be part of a decision.  It also helps to have a master sheet schedule, as I have talked about before, so you can itemize the decisions you need to make, who is doing it, and when the drop-dead date is.

Hopefully, with all this stuff going on you can understand why I am going to blog if and only if I have time over the next 50 days.  My to do list is insane, and I can’t keep up with all the items that need decisions.  I hope you understand!  As such, I am going to take off and get some of these things done.  Until next time …. and always email me with any questions.

 

 

 

Best Practices: Tank delivery

After having received our fermenting and conditioning tanks, there are some things that we learned, and I would like to pass them onto anyone else that is ever going to receive tanks.  There is a lot to know, but basically it comes down to preparing properly and having someone to help.

We ordered our fermenting and conditioning tanks from China, so ours arrived in the least convenient manner possible.  By shipping container, at a random time during the day.  This was the start of the challenges, but thanks to an amazing person, we quickly learned how to get everything off the containers in a safe and efficient manner.  Here is my list of things to do and not to do.

  1. Plan the day ahead of time:  Duh!  Just make sure you tell all the other trades what is happening, and plan for guests to not show up, even though it is a really exciting day.  It is not one that you can socialize on or anything else.
  2. Work with Customs Broker:  Don’t leave this to the last moment.  Make sure you have someone that can help you get the shipments into your port of entry.  We selected a company about 1 month ago, and it was a very good choice.  If you are BC based, let me know and we can connect you.
  3. Bring in other shipments into Canada ahead of this shipment:  Order something, anything as if you have a history of bringing shipments over $2,000 into Canada, then customs is much less likely to open one of your containers.  Why is this an issue?  If they open any containers, they charge you an inspection fee and it can run over $1,000 per container they look at.
  4. Rent a second forklift:  Having a second forklift made our job a lot easier, as one forklift could focus on bringing the equipment into the warehouse, which left us with another that could support or help out where needed.  Get the second forklift with long forks, and get a pair of fork extenders for your own forklift.
  5. Get strapping, wood and other materials ready beforehand:  You should have lots of cardboard on hand for putting between the forks and any tanks, wood pieces for resting the tanks on, straps for securing the tanks when offloading, etc.  All of these things will make your day go a lot smoother.
  6. Have your team all ready and available during the day:  Even if 2 or 3 of you are unloading the stuff, everyone else who is around should be ready to help out as needed.  We had a few tricky moments, and if we didn’t have 5 or 6 sets of hands around, it would have been a lot more difficult.
  7. Think about a professional:  Lucky for us, we employed the services of someone who works for Ripley tanks.  This person was the only reason we got through the day.  He has unloaded heaps of containers in the past, so his knowledge about the process was more than invaluable.  He led our team, and he made things go quickly and easily.  We had only one mishap and that was due to driver error.
  8. Plan for a long day:  It took us 12 hours to unload 20 tanks, which ranged in size from about 15HL to 30HL.  If your tanks are smaller, it might go a little quicker, but we averaged about 2-3 tanks per hour depending on the size.
  9. Work efficiently for cost savings:  We received 2 free hours per truck that was delivering the tanks.  If we went over, we would have to pay.  So be quick and get things off and move on.  There was a time that we had about 8 tanks sitting in our parking lot.
  10. Plan for the wrong order of tanks:  We received our tanks in an order that wasn’t ideal.  The result, we had to have a plan of where to put them, and how they would go into our space.
  11. Get your Glycol and Floor Coatings completed ahead of delivery:  Our tanks are still in the same position as when they arrived, as we don’t have all our floor coatings complete, and our glycol system is still a work in progress.  If we had these things complete, we could easily  start putting our tanks in their final position.  My advice, plan ahead and get this stuff done as quickly as you can.
  12. Make extra room:  You will need twice as much space as the tanks will occupy, for storage, moving them around, placing and re-placing.  So the day before, make sure you create this space.

I am sure there are other things we did and didn’t do, but I can’t think of them right now.  Hopefully this list helps, and if you have specific questions, please don’t hesitate to email me.

60 Days Out

Without a doubt, things get busier as you get closer to opening your brewery.  For us, there is so much going on right now at the brewery, it is hard to keep track of sometimes.  It is also a point that we are beginning to notice parts of the job getting significantly completed, and others that seemed so far off a few months ago, getting started.

One thing I know for sure, the less you have to complete and build in your space, the faster this project goes.  Since we have taken possession of our space early in the year, Yellow Dog has gone from building to finished, Moody Ales will go from start to finish before us, and a host of other breweries literally leapfrogged us during the past 6 months.  It is both an indication of the complexity of our project, but also the challenges we have faced and will continue to face with our space.

At 60 days from opening, there is a lot going on and as I said earlier, keeping on top of all that stuff can be a lot of work.  If you stop for a second and look down, you are going to miss what is coming at you.  Little things like Tap Handles, coasters, label deadlines, getting UPC codes, positioning of electrical outlets, timing of deliveries, and hiring of staff, can all creep up on you if you don’t think ahead and plan for the decisions you need to make.

One of the bigger issues we have right now is that there is so much going on in the brewery, its hard to schedule everyone at the right times.  We have electricians working overhead, sprinkler installation people, carpenters, mechanical contractors, floor coating technicians, welders, and our team of people helping where we can.  This means that with everyones tools, equipment and supplies, there is not a lot of room to work.  I would suggest that when you build your brewery, you encourage people to get their work done as quickly as possible and as early as possible.  The longer people wait to get stuff done, the more it makes your brewery busy and jam-packed.

Some of the big decisions we have to make are:

  • What beers are we going to launch with in the tasting room
  • Beer Names
  • Tap Handles
  • Order Chairs for tasting room
  • Beer Prices
  • Hiring of Staff
  • Hiring of General Manager for the front of the house
  • Delivery truck
  • Ordering of bottle caps
  • Ordering of 1st piece of new capital equipment
  • A million and one things in the brewery
  • Colours

Just writing this list gives me a strong desire to get working and stop blogging.  As such, I will carry on and leave this post here.  I could write more, so much more, but time would be better spent elsewhere.

How to Keep all the Balls in the Air – A Schedule!

Having a schedule for the process of opening a brewery is huge.  I am not talking a little to do list of what needs to get done and when.  I mean an excel spreadsheet with the major items of starting a brewery in headings and then a timeline of when decisions need to be made.  It is the only way to keep all the balls in the air and make sure you don’t delay in decisions that need to be made, or forget others.

Unfortunately, we have gotten away from our schedule and it has come back to bite us in the ass a little bit.  Let me explain, and hopefully you can create your own so that you don’t have the same thing happen to you.

When I was first writing our business plan, I had a schedule of all the things that I thought we would be doing.  It was really about 30-40 lines of action items, with a date.  Click the link below for a copy of an older schedule that I was using, and while I updated it partially along the way, it was never really a living document.

Schedule for LCBC

What we really needed was a document that my partner and I updated weekly, that was really much more thorough than the one you can view by link.  I would have put various headings like:

  • Sales and Marketing
  • Equipment
  • Retrofit of Warehouse
  • Accounting
  • Raw Materials
  • Electrical
  • etc, etc

Under each of these headings I would have subcategories with all individual items that need to be done.  For instance, under the equipment heading I would have the following:

  • Brewhouse
  • Kegging
  • Packaging
  • Conditioning/fermenting
  • etc, etc

This way we could track all the details that need to get done.  This is really important.  A lot of details can fall through the cracks, so make sure you have a living schedule document that you can refer to on a regular basis.

There are some other benefits to a schedule. It can track timeline for decisions, like getting quotes from suppliers.  A schedule can also set drop-dead dates for decisions, which I highly recommend, as if you delay some decisions they will have a snowballing effect on other decisions.  A schedule can also help to identify who needs to do what in a partner ship.  Having a responsible person for an action might seem redundant, but it can just make sure there is someone doing the work, and not a moment of, “I thought you were doing that!”  Lastly, a schedule can help you sleep at night.  Instead of thinking about all the things you need to do, just go to bed knowing that there is a list, and so long as you keep the schedule up to date, you need not lose sleep.

So next time I start a brewery (insert laughter here), I will be sure to use the schedule like I have used the cash flow, marketing plan and retrofit budget …. as much as I can.  Let this be a lesson for you as well.  Create a schedule and make sure you update and check it weekly.

 

Quick Update on Things …

I think back to the days when we were first getting started with the brewery, and I can’t help but think how much time I had to do things.  It didn’t seem like I had a lot of free time, but in reality I did.  What I really had was the ability to get on top of things, which I have completely lost now. Let me try to explain.

When you first start writing your plan, you have time to dream, think about your beers, your brand, name, etc.  It is a natural part of things, and something that if we didn’t do, we wouldn’t be doing this.  As time moves on, you tend to get to more of the meat of the operation, and you need to start figuring out some details.  As time progresses, you think you have figured out a lot of the details of your space.  Things like brewhouse, packaging size, general location of warehouse.  You think you have made a lot of these decisions, but you haven’t.

You continue to work on your business plan, making what you think are decisions and changes of direction …. and then you do it.  You find a space to lease and you take possession.  This is when it starts to really happen.  You actually start making decisions, like general contractor, architect, brewhouse size, etc.  You think you are doing well, because you have made actual and concrete decisions.

What you don’t realize, is that you have only started on the tip of the iceberg.  There are thousands of decisions to make.  None of them are more or less important than any of the others.  Think of details such as these:  Size of cooler door to the inch, length of drainage trenches down to the inch, slope on concrete pour down to the degree, exact location of trade waste interceptor, etc, etc.  There is so many small decisions to make, it can become overwhelming.

Coming full circle, each of these decisions take time, and trust me when I say, you have very little of it.  Your funnel at the top is getting loaded faster than you can empty it.  About a year ago, you could pound out a good 60 hour week and be back on top of everything, but that is a pipe-dream now.  A 60 hour week will only mean that I have about 300 hours of unfinished work sitting around waiting for me to complete.  There is no way of catching up short-term, it is a matter of prioritizing and getting small jobs done.

Add to all this the work around the brewery.  I have been tying rebar and working around the brewery 7 days a week for the past few weeks, and there is still so much to do.  Take for example a typical day in my life.

  • Get up at 5am to 530am
  • Work in front of my computer until 745am
  • Get kids off to school and lunches made 830 to 9am
  • Drive into brewery to do work 930am
  • Manual labour all day at brewery until about 930 am to 3pm
  • Home to do work in front of my computer (accounting, marketing, business planing, etc) 330pm to 5pm
  • Down time, hang with family, 530pm to 8pm
  • After kids in bed, back to computer for more work 8pm to 11pm
  • Off to bed to do it again

This is a pretty standard day, and I know one that my partner also goes through.  If you are going to open a brewery, and you want to take an active role in starting it, be prepared for a day like this.

What you will find is that how badly you really want to do this will go a long way to making the above feel like work, versus feeling like a dream.  Luckily for Iain and I, the long days are a dream and the passion is burning brighter than ever, so we know we have made the right decision.

Best Practices … Writing a Business Plan

I spent the night on Sunday at Hoppapalooza, one of the best events for Vancouver Craft Beer Week, hosted by the amazing Alibi Room.  I had the chance to speak with many amazing people at party, many of whom gave me great suggestions and advice on what choices to make with our brewery.  I was asked numerous questions about our business and starting a brewery, which I found very interesting and flattering.  One of the questions I was asked several times throughout the night, was about writing a business plan.  It is also one of the questions that I get asked most often via email, by way of this blog.

So instead of going on and on about the business plan, what to put into it and what not to put into it, I figured it would be best to just give a few pointers and then a list of important points to consider when creating one.

  1. Start with the end in mind:  Yes, this is one of Stephen Coveys 7 habits of highly effective people, but I have always liked this point.  So in other words, what are you going to use the business plan for?  Your answer to this question will directly effect the scope of your plan.  A plan to just figure out your operations might be a little different than one aimed at investors.
  2. Put more into it, get more out of it:  Our business plan was a real labour of love.  We put excessive amounts of time and energy into our plan, as both Iain and I have personalities that make us overly fastidious about this kind of thing.  So we spent a lot of time making sure that we planned every detail, and projected every scenario, good and bad.
  3. No matter what, this is your roadmap:  We refer to our business plan on a regular basis, and it has become a living document for our business.  The great thing about having a plan is that it also allows any difference in opinion you may have with your partner to be vetted.  Moreover, the roadmap ensures that when you opinion changes in the future on something, you can judge it against a baseline, of what you once thought.
  4. Plan for about 6 months minimum:  I can’t see how you could write a well thought out business plan in less time than this.  Our business plan was a solid 12 months of writing, and then about 2 years of reviewing and revising every component of it.  By the end of the 2 years, our plan had completely changed several times over to become what it is now.  Moving forward, our plan will surely continue to change, and each time, we will take the time to update the details, so that our roadmap stays accurate.
  5. Its all about the financials:  Your cash flow is the most important part of the business plan.  It has to be realistic and it has to prove that you can make money quickly and consistently.  If you financials don’t add up, then you need to re-evaluate what you are doing  and the approach you are taking.  Our cash flow has become a monster, and it is something that without, we would be lost.
  6. Keep it short and sweet:  No matter what, but out all the crap.  Your plan should be no more than 25 pages written and about 25 exhibits.  For your financial projections, create a high, low and medium.  Shoot for the stars with your high projections …. say Parallel 49 or Driftwood.  Aim for realistic on the medium …. say Powell Street or Coal Harbour.  Seriously tank on the low, so you know what could happen …. say Surgenor or other under performing brewery.  The low will get you out of bed at 5am, the high will keep you dreaming of what could be, and the medium is likely where you will end up (I think).
  7. Don’t use we, use your company name:  Maybe this is just a stylistic thing or my personal preference, but you are not talking about you, or your life.  You are discussing a business that you may or may not be a part of down the line.  According to your lawyer and accountant, your business is an entity unto itself, so refer to it that way.
  8. Have sub plans for various facets:  We have a marketing plan that is about 25 pages, and a production plan, that is also about 25 pages, along with a few other plans we are working on.  Each of these detailed plans will be shortened and augmented to fit within your plan.  Just put a note in that section of the business plan, that there is more information if the reader so desires.
  9. Non-disclosure:  You may be handing out your business plan more than you think, so you will need to decide who needs to sign a NDA and who doesn’t.  From what I read, anyone that is a seasoned investor, don’t bother asking them to sign one.  It will be insulting.  But for others who are already in the business, or locals who you might think will tell the world what you have planned, it is your call.  We really never had anyone sign our NDA, other than some local brewery owners who we were going to partner with (but didn’t) several years ago.
  10. Prepare a presentation:  Maybe not if you don’t need any investors, but for those of you who need outside investment in your brewery, create a power point presentation of your plan, and summarize the key points.  Make sure you let the people know what is in it for them.  They will always want to know what they will get in return for allowing you to use their hard earned money.  Practice your presentation over and over, until you feel at ease.  Make sure you try it out on a few people before you go to any actual investors.
  11. Prepare to get rejected:  I didn’t track all my failures as much as could have, but I will tell you that I met with about 50 people over the course of 18 months, and we have only about 10 investors in our brewery.  That meant I had a 1 in 5 success rate.  You may be much better than this, but no matter what, expect some people to pass on your opportunity.  Don’t take it personally, ask a lot of questions why they didn’t go with you, and learn so that you can minimize this moving forward.
  12. Be proud, positive and confident:  I am overly realistic, so one of my biggest challenges was that I didn’t sugar coat anything for anyone.  I never promised that we would make it, never promised riches at the end of the journey, so if things did go off the rails, I would have my conscious clear.  However, you can still be proud and positive about what you are doing.  In fact, this is super important.  No one else will believe in you, if you don’t believe in yourself.
  13. Use a business plan guide:  I have my business plan guide in storage, so I can’t tell you which one I used, but be sure to have a guide that will help walk you through each of the key facets of your business plan.  A guide explains all the details that you need to know, and will help you determine how to best write your plan.  I have written a total of 4 business plans in my lifetime, and I still wouldn’t consider writing a business plan without some sort of guide to help write the plan.

So that is my best practices on writing a business plan.  I will gladly send you a copy of my business plan, should you want to see what we created.  Just send me a message.  Best of luck, and writing a business plan can be a lot of fun, so make sure you prepare yourself for an amazing journey.

 

Best Practices 1st 1/2 of Mechanical

Having just got through the Mechanical portion of the construction of our warehouse, I feel like there is a lot of information that is crucial and really important for future reference.  In all, this is probably the part of the job that is filled with the most grunt work.  It is messy and for the most part thankless work that requires lots of lower back strength and willpower.  There are times that I wanted to quit for the day, but what served the process really well was to persevere and make it to the end of the day.

Like every major step of this process, I have learned much about this portion of the construction process, and I have completed a chart below that helps to summarize the key learnings.

  1. Pick the Right Mechanical Contractor:  This is likely the most obvious item on this list, but the one that needs the most time and attention before things start.  Make sure you work with a mechanical contractor that is willing to work with you throughout the process.  Things like are they going to dedicate their time to the job, are they using 1 man or a 3 man crew, or even how many days of work do they expect the sections to take.  Knowing some of the details, will help your expectations be in line with reality
  2. Make sure you look for ways to cut costs, and make sure to negotiate these reduction in fees can go into your pocket and not your mechanical contractor:  By this I mean, if you want to change something, like a trade waste interceptor or location of a drain, the expectation is that they will not overcharge you for this.  You will need to talk about items that could change down the road.  We have changed a lot of stuff.  Hot water tank, locations of drains, flow meter, trade waste interceptor, and a bunch of other small stuff.  What is important is that we talked about this early on in the process, and we have hammered out a good deal with these kinds of things.
  3. Get ready to dig:  You can hire someone to dig, and the cheapest we could find labour through someone else is $25 per hour all in.  If you want to hire someone off the street, they are not going to be covered by WCB, which is a big no-no, and more importantly if something happens, you are screwed.  So this means that to save money you are going to be working that shovel.  Between Iain and I, we spent over 150 hours combined on the shovel, which by my quick math has saved us about $4,000.  It doesn’t seem like a lot, but in the grand scheme of things, that is $4,000 more we have for something else.
  4. Get the right size trade waste interceptor:  Getting a TWI too big or too small will mean trouble no matter how you cut it.  If you get one too large, you won’t have to clean it out very often, but it will be a pain in the ass to install into your floor.  A TWI that we looked at was over 11,000 lbs, which had a list of issues when you were trying to install.  If you get a TWI that is too small, it might be a lot easier to install, but you will be calling every month to get it cleaned out.
  5. Use a plastic trade waste interceptor:  We ended up going with a plastic TWI which solved all our problems.  It was less expensive that a traditional TWI and it was a lot lighter than a normal TWI, at only 350 lbs.  In fact, it only took of us to lift it in the hole.  Make sure you make the decision on this early in the process.  You don’t want to hold up the process with fretting about a decision.
  6. Get drawings from your Structural engineer early on in the process:  I have written a full post about our issues around a structural engineer, so if you follow my blog you know well our issues with this area.  In short, get your structural engineer on board early, and make sure you agree to a timeline of what needs to be completed and when.  If your expectations are met, you are golden.  If your expectations aren’t met, then you need to take action.  At the end of the day, it is your ass on the line.
  7. Get lots of quotes:  There is more to this aspect of the process than just the mechanical work.  There is laying out of the floor plan, concrete cutting, concrete removal, digging, grading. forming for concrete, installation of rebar, drilling of holes for rebar, packing holes, filling with dirt, compacting, and likely more and more digging.  You can choose to do some of this on your own or you can pay someone to do it all.  Our advice, save some money and do it yourself.
  8. Don’t forget about the flow meter:  I can’t say that I know too much about this, but definitely the city of Vancouver requires a flow meter, located after the TWI, to measure the amount of effluent you pass into city sanitary sewers.  Make sure you include this in your plans when you dig, so that you aren’t left doing additional digging afterwards like we did.
  9. Upgrade the water line:  We didn’t need to put an upgraded water line in, but you will likely be doing this through this part of the process.  I can’t say I know anything about this, but I have heard it costs about $10,000 and up depending on how far the line needs to go.  I am sure its no harder than any of the other digging that happens, it just adds to the amount you are doing.
  10. Tamp the ground excessively:  It is better to tamp the ground more than less, so that you have less movement of the substrate down the road.  This is pretty simple, but it is easy to overlook as the whole process is so grinding.  Just do one extra pass to make sure all goes in well.
  11. Cover up areas near the concrete pour with plastic:  Pouring concrete is a dirty, messy job and the guys that do it, don’t really care about anything other than getting the job done.  We were given the advice to cover areas around the concrete pour with plastic, so that the spray of the pouring wouldn’t get everywhere else.  We are really glad we did this, and it saved us a lot of headaches.  The few areas we didn’t cover we wish we did, as they are sprayed with concrete and we can’t get it off.